Every organisation has two structures: the one on the chart and the one that actually governs who decides what. The models here address the second one — the decision patterns, authority flows and consent rituals that determine whether an organisation can move, or whether it cycles indefinitely through the same three debates.
- FIG. 01 — CONSENT DECISION-MAKING
Consent Decision-Making — James Priest, Bernhard Bockelbrink and Liliana David
Decision by the absence of principled objection, not the presence of consensus. Agreement means "good enough for now, safe enough to try" — which is usually the only kind of agreement available anyway.
Read the model → - FIG. 02 — FIVE DYSFUNCTIONS OF A TEAM
Five Dysfunctions of a Team — Patrick Lencioni
A pyramid of five reinforcing team failures — Absence of Trust at the base, Inattention to Results at the top — and the diagnostic insight that the work zone is almost always the lowest unaddressed level, not the symptom that surfaced first.
Read the model →